d1.hml.cl10.13 d1.hrm.cl9.04 d2.trm.cl9.16 slide 1

MONITOR STAFF PERFORMANCE

D1.HML.CL10.13D1.HRM.CL9.04D2.TRM.CL9.16

Slide 1

Monitor staff performance

This Unit comprises five Elements :

1. Develop staff performance management systems

2. Undertake staff performance appraisals

3. Implement rewards and incentive schemes

4. Counsel staff

5. Implement disciplinary and termination procedures

Slide 2

Assessment

Assessment for this unit may include:

Oral questions

Written questions

Work projects

Workplace observation of practical skills

Practical exercises

Formal report from employer or supervisor

Slide 3

Element 1 –Develop staff performance management systems

Performance Criteria for this Element are:

Analyse strategic and operational plans to identify relevant staff policies and organisational objectives that underpin performance management

Develop relevant performance indices to document, monitor and evaluate staff performance

Develop systems to ensure staff performance is monitored and feedback is given

Slide 4

Analyse strategic and operational plans

A performance management system is a set of processes put in place by an organisation to:

Identify and describe the type and standards of performance staff are required to deliver

Monitor staff performance

Capture evidence-based data on actual staff performance

(Continued)

Slide 5


Communicate results of staff appraisals

Generate action to maintain or improve staff workplace activities

Reward, recognise, discipline, counsel and or terminate staff

Slide 6


Important considerations:

The processes inherent in the system must result in the attainment of organisational goals

Resources must be provided and aligned with the work needed to achieve the identified goals of the business

Judgements and decisions made within the process must be evidence-based

Slide 7


Additional points to note:

A wide variety of performance management systems exist Some performance management models are very structured

and some are very loose Performance management is sometimes referred to as PM

Slide 8


Differences between performance management and staff appraisals:

(Continued) Slide 9

Performance management Performance appraisal

Strategic Operational

Long-run goals Short to mid-run goals

Forward-looking Retrospective

Constant Episodic

Process System

Integrated Isolated from business’ needs


Slide 10

Performance management Performance appraisal

Management by agreement Management by command

Holistic Individualistic

Managers owned HR owned

Supple and adaptable Rigid and inflexible

Focussed on individual’s growth Focussed on individual’s past behaviour and mistakes

Practical and effective Bureaucratic and superficial

Mainly focussed on qualitative aspects of performance

Mainly focussed on quantitative aspects of performance

Can be linked to total reward Linked to financial reward


Role of organisational strategic plan:

Provides direction to the business

Prioritises the goals

Gives insight to managers when they need to make business-related decisions

Lists the risks facing the business

Slide 11


Operational plans:

Shows how an element of the strategic plan will be achieved

When combined and fully achieved, the operational plans will have allowed the organisation to attain the goals it set for itself in the strategic plan

Are prepared for much shorter time periods than strategic plans and guide day-to-day work

Slide 12


Analysing plans must involve:

Obtaining copies of all relevant documentation

Verifying copies of documents obtained are current

Noting when the plans were prepared

Identifying names of those who developed the plans

(Continued)

Slide 13


Allocating sufficient time for the process

Reading the plans

Taking notes

Integrating details in the plans with other information known about the business

Following up as required after reading

Slide 14


Reasons to analyse plans:

Identify relevant goals

Identify relevant policies

Identify relevant SOPs for the business

Identify performance criteria for work performed by the business

Determine if the plans, policies and procedures are still relevant to the current operational business environment

(Continued) Slide 15


Determine the extent to which the plans are being achieved

Determine levels of satisfaction with current business performance

Conduct additional research required to prepare more relevant and or current documentation

Slide 16

Develop relevant performance indices

Performance indices = metrics which describe and measure or quantify actions and activities implicit in workplace activities – they can include:

Key performance indicators used to measure actual performance

Performance standards defining the level of performance sought from an individual or group

Slide 17


Areas to which performance indices may apply:

Productivity:

• Food waiters may be expected to serve ‘X’ number of people per

service session

• Room attendants may be expected to

service ‘X’ check-out or stay rooms per hour

Punctuality:

• Employees may be expected to attend ready

for work 100% of the time according to

their rostered hours



Personal presentation:

• Staff may be required to meet the stated dress standards for their gender 100% of the time

Levels of accuracy in work:

• Employees engaged in processing transactions may be required to do so with total accuracy

• Some staff may be given a set percentage or dollar value of deviation in their calculations which is deemed acceptable



Adherence to procedures:

• The business may expect staff to adhere to written policies and

procedures 100% of the time

Team interaction:

• Team members may be required to ‘actively participate’ in team

meetings

Waste minimisation:

• Kitchen staff may be required to return

X% of useable product from every kilogram

of raw material

(Continued)

Slide 20


Response times:

• Receptionists may be required to greet customers and make

an offer of assistance within 30 seconds of them entering the

business

• Waiting staff may be required to greet and seat

guests within one minute of their arrival

Customer service standards:

• Service staff may be required to use standard

phrases, greetings and farewells at all times

(Continued)

Slide 21


Cost minimisation:

• Bar staff may be required to always use a nominated ‘pour’ brand for all spirits where a specific brand name is not called for

Codes of Conduct:

• Comply with internally-generated Codes

• Meet requirements of nominated externally-imposed Codes

Slide 22


Activities to generate performance indices:

Start with a thorough understanding of the goals for the organisation as stated in their key planning documents

Gain a complete picture of the public statements the business has made about itself to the general public

Review the current performance of the business

Gain a context for the operational environment in which the organisation is operating



Obtain (if possible) sample industry performance/service delivery or product-related standards

Meet with senior management/owners

Generate an overview of the individual organisation (or different departments/areas within the business)

(Continued)

Slide 24


Develop draft performance indices incorporating information and input from all sources previously listed

Circulate the draft performance indices for comment and feedback

Review and refine the draft performance indices as required on the basis of legitimate feedback received

Slide 25


Performance indices:

notify workers how their workplace performance will be measured/judged

optimise likelihood objectives, goals and targets can be achieved

ensure organisational performance meets or exceeds customer expectations

give definite, objective and measurable indicators of actual staff performance

form a consistent reference point or basis for monitoring and recording actual workplace performance

Slide 26

Develop systems to ensure staff performance is monitored

In relation to staff performance:

Many of the activities and processes involved in performance monitoring are also known as performance appraisal

Performance must be monitored in the areas of work staff were told they would be evaluated on

Monitoring needs to be ongoing

Staff should be advised of how their performance will be monitored and evaluated

(Continued)

Slide 27


Monitoring activities should not be covert or hidden

All staff should have their performance monitored

The standards identified for each work activity must provide the metrics applied as the basis of the monitoring process

Hard evidence must be obtained as part of the monitoring process

The data captured during the monitoring process must enable determination of the level of individual performance of each staff member

Slide 28


Note:

Some performance management schemes will measure job behaviour

Other PM schemes will measure actual quantifiable performance

Slide 29


Steps to develop a PM system:

Step 1: Identify dimensions for the job in question

Step 2: Determine methods of measuring actual performance

(Continued)

Slide 30


Step 3: Measure and compare actual performance with the required standard

Step 4: Create and maintain performance records

(Continued)

Slide 31


Step 5: Conduct staff appraisal/performance management interviews

Step 6: Take action

Slide 32


Jobs may be classified as follows:

Jobs where what is done is important – need to measure behaviour

Jobs where what is achieved is important – need to measure results

Jobs where what the person is, is important – need to judge talents and personal attributes

Slide 33

The scheme used must matched against the type/nature of the job and the work being performed.


Commonly used systems or schemes include:

Ranking method

Essay method

(Continued)

Slide 34


Graphic rating scales

Critical incident



Forced choice

360 feedback⁰

(Continued)

Slide 36


Management By Objectives

Behaviourally Anchored Rating Scales

Self appraisal

Slide 37


Points to note about provision of feedback:

Feedback must be based on factual evidence

Feedback must relate to identified workplace performance

A formal staff appraisal interview is used as the forum for the feedback

Feedback needs to be planned in advance before it is given



There is a need to guard against stereo-typing staff

Be honest in what is said

Give support for individuals to encourage, enable or optimise required experience in each context

Counsel employees where needed

Indicate the potential for disciplinary action

Slide 39

Summary – Element 1

When developing staff performance management systems:

Determine the context for and objectives required for the system to be used

Analyse internal plans as part of the process to determine system requirements

Research options and alternatives

(Continued)

Slide 40


Define, develop and document relevant performance indices

Design and produce monitoring protocols aligned to selected systems

Ensure job behaviour and or quantifiable performance is monitored as appropriate



Select or design one or more systems to address identified need

Consider using a mix of systems and approaches to capture more comprehensive information

Give prompt, evidence-based feedback to staff

Slide 42

Element 2 – Undertake staff performance appraisals


Appraise staff in the workplace

Advise staff of the result of staff appraisals

Determine action to take on the basis of individual staff appraisals

Slide 43


Context for staff appraisals:

Staff appraisals are a vital element of all performance management systems

Staff appraisals provide the hard data which forms the basis of action to be taken by management in response to the outcomes of the appraisals

Every staff appraisal must include a feedback session in a timely manner with the individual employee

(Continued)

Slide 44


Staff appraisals need to be conducted on a regular and ongoing basis across all employees

Outcomes of every staff appraisal must be kept confidential

Failure by staff to achieve satisfactory outcomes on a regular basis despite appropriate action on the part of the organisation to assist them will lead to possible other outcomes

Slide 45


Planning and preparation activities for staff appraisals:

Determining the techniques to be used and the type of evidence which will need to be gathered

Scheduling the appraisal activities

Diarising the appraisal times

(Continued)

Slide 46


Reviewing any previous discussions or decisions made in respect of the individual being appraised

Reviewing the personnel file or staff appraisal file for the worker

Obtaining necessary secondary data

(Continued)

Slide 47


Generating or acquiring necessary documentation to record data

Ensuring appraisals occur across all staff

Slide 48


Basics of staff appraisals – they must:

Reflect the particular performance management systems used by the organisation

Use the designated evidence recording tools

Capture the evidence deemed necessary for each employee

(Continued)

Slide 49


Obtain sufficient and appropriate data to ensure its suitability

Demonstrate support, sensitivity and empathy

Never interfere with service delivery

Slide 50


Prior to feedback sessions managers must:

Verify the appraisal has been conducted honestly

Ensure they have captured sufficient, objective relevant

data

Make sure they understand the methods of interpreting

performance data

Consider and analyse the primary and secondary data they

have gathered, captured and or researched

(Continued)

Slide 51


Conduct follow-up appraisals or activities where required

Convene a meeting to discuss performance with individual staff

Invite any other persons who may need to attend the session

Slide 52


When providing feedback on staff appraisals:

Provide as close to the performance as possible

Provide feedback frequently

Be specific and use facts

Discuss behaviours

Use simple, straight-forward language

Consider use of ‘positive-negative-positive’ sandwich

(Continued)

Slide 53


Keep the mood positive

Make reference to actual evidence

Focus on the performance of the person as was indicated to them when the staff performance appraisal scheme was explained to them



Make specific reference to three groupings of performance for each staff member

Involve the staff member in the discussion

Make sure the staff member knows where they stand as a result of the feedback session

Slide 55


Taking action must always take the following into account:

Must align predominantly with the feedback provided

Needs to be considered managers before the appraisal feedback session

Must specifically address the identified needs of the individual employee based on the objective evidence captured as part of the appraisal process



Should involve input from the staff member

Should be documented

Must always make staff aware of consequences which are a possible outcome from the appraisal

(Continued)

Slide 57


Must be undertaken with great sensitivity and empathy

Must reflect what has previously been stated regarding the overall staff performance system or performance appraisal scheme

Must be undertaken in a timely manner

Must include advice to employees about what they can do if they believe appraisal is unfair

Must include realisation that while management is obliged to keep staff appraisals confidential, staff often do not

Slide 58


Action to address revised targets can include:

Proving necessary support to the individual targeted to identified and agreed need

Providing support for out-of-work problems encountered by staff

Re-allocating work-related matters



Providing formal counselling

Making a conscious decision to take no action

Promoting the person

(Continued)

Slide 60


Agreement on short-term goals for improvement

Raising the standards or targets

Moving a staff member to another role



Setting a different focus for subsequent staff appraisals

Using a staff member who has achieved outstanding results within the organisation

Slide 62


When undertaking staff performance appraisals:

Locate the activities within the appropriate organisational context

Undertake necessary pre-appraisal activities in readiness for actual staff appraisals

Allocate sufficient time for all appraisal activities

(Continued)

Slide 63


Treat staff appraisals with the seriousness and priority they deserve

Make sure all staff including managers are appraised

Create a positive staff appraisal environment and culture

(Continued)

Slide 64


Plan the feedback session and any proposed action to be taken as a consequence

Notify staff in a timely and supportive manner about the outcomes of their appraisals

Ensure staff are made clearly aware of the findings and consequences those findings

(Continued)

Slide 65


Base all feedback to staff on objective, hard evidence

Gain agreement on findings and proposed courses of action to remedy, confirm or extend individual employees

Develop remedial and or support action for the identified needs of each individual staff member

Slide 66

Element 3 – Implement rewards and incentive schemes


Design reward and incentive schemes to motivate staff to attain nominated performance targets

Communicate reward and incentive schemes to staff

Administer reward and incentive schemes

Slide 67

Design rewards and incentive schemes to motivate staff

Schemes need to be developed taking into account:

The need to identify exactly who is entitled to which rewards

The type of reward

Approvals which have to be obtained before the reward can be given

Limitation to rewards

(Continued)

Slide 68


Time-frames may apply to the application of rewards

Records which needs to be completed when issuing a reward

Ways in which rewards and incentives are communicated

Protocols for celebrating awards

Slide 69


All rewards or incentives must:

Comply with relevant organisational policies and public statements

Align with individual preferences of staff

Slide 70


To make sure rewards have value to staff:

Talk to staff and to identify what they prefer

Realise preferences will change over time

Never rely solely on management-generated options

Slide 71


Possible rewards and incentives can include:

Money – financial compensation and benefits

Verbal praise – “Thank you, well done!”

(Continued)

Slide 72


Written recognition – certificates and letters

Free products or services

(Continued)

Slide 73


Promotions

Time off or away from work

(Continued)

Slide 74


Encouraging and allowing staff to attend or participate in industry events (seminars, conferences, conventions)

Nominating a staff member for an industry award or recognition

Slide 75


Effective ways to communicate reward and incentive schemes to staff include:

As part of standard Induction and Orientation programmes for all new employees

As a stand-alone internal staff training topic

Including protocols in the Staff Handbook for the organisation

(Continued)

Slide 76


Lodging procedures on workplace intranet

Using workplace posters to promote the initiatives

Holding special staff meetings to explain schemes

(Continued)

Slide 77


Mentioning the schemes on a regular basis at normal staff meetings and briefings

Sending emails to staff – to advise and remind

Handing out copies of supporting policies and procedures

Including an article on ‘rewards and incentives’ in staff newsletter

Slide 78


Background to implementation:

All criteria and procedures must be adhered to

Allocation of awards must be ‘fair’

Rewards and incentives which have genuinely been earned must never be withheld

Legitimate efforts not specifically covered by an existing award but deserving attention should be acknowledged in some way

Slide 79


Implementation keys:

Know the policies and the schemes thoroughly

Ensure all staff who are eligible for rewards and incentive have been properly advised in relation the schemes

Take action to make sure performance/results of staff in relation to the subject of schemes is actively tracked and monitored

(Continued)

Slide 80


Make sure the schemes and the rewards and incentives are kept ‘front of mind’ in the minds of staff

Ensure rewards and incentives are issued in accordance with promises made about them

Celebrate all rewards and incentives which are provided

(Continued)

Slide 81


Discuss the scheme with employees after it has been operational for some time

Discuss the scheme with senior management, owners and/or administration

Slide 82


When implementing rewards and incentives schemes:

Design and develop schemes which have value and relevancy to individual workplaces and employees

Be prepared to offer a range of rewards and incentives

Ensure senior management authorise or approve proposed schemes

(Continued)

Slide 83


Communicate the details of approved schemes to all eligible employees

Promote the schemes and sell their benefits to workers

Award rewards and incentives strictly in accordance with established criteria

(Continued)

Slide 84


Never refuse to award a reward or incentive which has been genuinely earned

Do not issue rewards or incentives which have not been earned

Celebrate awards

Review the reward and incentive scheme and revise as necessary to maintain its relevance

Slide 85

Element 4 – Counsel staff


Apply counselling techniques and strategies to employees where staff performance appraisals are below requirements

Document staff counselling sessions

Generate agreement on action and direction to be taken as a result of the counselling

Slide 86

Apply counselling techniques and strategies to employeesContext for workplace counselling:

Is concerned with discussions and analysis of personal and work-related problems which affect an employee's work performance in an attempt to find a solution

Is about problem solving

Should precede disciplinary action

Staff must be advised as to what is counselling and what is disciplinary action

Slide 87

Apply counselling techniques and strategies to employees

Counselling is an opportunity for all parties to air concerns and explore issues in a fair and trusting environment, and provides a chance to:

Correct actions requiring attention

Rebuild skills, knowledge, attitudes and confidence

Improve unsuitable, unsatisfactory or unsafe conditions



Change the working environment, policies, procedures and/or protocols

Solve existing problems

Prevent future problems

Build trust and consolidate relationships

Communicate the goals and objectives of the organisation and individual departments

Slide 89


It is also worthwhile noting:

Counselling can be proactive – it does not always have to be reactive

Generally speaking counselling ‘today’ reduces need for other action ‘tomorrow’

There are no guarantees – it does not always work

Slide 90


Legal considerations regarding counselling:

Will vary between countries

Must comply with ‘procedural fairness’

Appropriate counselling techniques must be used

Counselling is often required prior to ‘Warnings’ or ‘Disciplinary action’

Non-compliance by management may result in reinstatement of employees who have been dismissed and or legal action

Slide 91


Organisational considerations regarding counselling:

Must comply with relevant policies and procedures

Should be seen as potentially beneficial to all

Can help align action with business goals

Can help remove ‘Them versus Us’ attitude

Will address rather than ignore issues and problems

Slide 92


Individual considerations regarding counselling:

It can be a positive experience for the worker

May make them aware of options/things they did not previously know

May prevent them making rash decisions or taking rushed action they later regret

Managers need good counselling skills to support employees on whom they rely for their reputation. And who they need to get the job done

Slide 93


Many managers have difficulty counselling staff:

They are often task-oriented people and do not have experience and are not comfortable dealing with process-oriented actions

They need to understand their job requires them to achieve goals through the efforts of others so counselling is a necessary and important part of their job

Slide 94


Significant differences between role of ‘supervisor/manager’ and ‘counsellor’ requiring acquisition of new skill sets:

(Continued)

Slide 95

Supervisor/Manager Work What counselling requires

Variety of activities; thinking on your feet; ad hoc meetings; instant face-to-face interactions

Forward planning; structured formal meetings

Applying procedures to problems; a store of known solutions

There may be no obvious solutions that can be imposed



Use of position or legitimate authority to get things done

Supervisors give up legitimate authority to become a ‘coach’

Traditionally involves directing others

Skills needed in listening and joint work

Slide 96



Work culture has traditionally separated work life from personal life

Requires a positive regard for employee’s problems often involving private and work life

Work culture requires clear, specific outcomes

Some outcomes may not be clearly measured or visible

Slide 97


More points to note about counselling:

It is not (just) a ‘friendly chat’

Requires special skills and knowledge

Must be planned and structured

Need to be aware of stereo-typing, bias, victimisation and personalities which might intrude

Definite need to separate person and their personality from their behaviour

Slide 98


Managers usually initiate counselling for one of three reasons:

Unacceptable staff work performance – which is below required expectations

Breach of organisational policy by employee

To share information

Slide 99


Effective counselling techniques and strategies include:

Applying informal but structured discussions between management and staff

Implementing application of suitable counselling strategies to meet individual and company needs

Documenting the counselling sessions



Requiring the employee to sign-off on the decisions reached during the counselling session

Providing the appropriate level of support during the counselling commensurate with the issues being dealt with

Referring the staff member to external professional services

Scheduling the delivery of counselling in a timely manner

Slide 101


Reasons to document staff counselling:

Industrial relations legislation or relevant employment instruments may require it

It demonstrates sound management practice

Documenting the conversation serves to highlight to staff who are part of the process the session is being taken seriously



It provides solid details of the discussion

It generates a permanent record of the discussion

When shared with the staff member who was participating in the discussion it helps remind them of what was discussed

Slide 103


Documented information may be:

Shared with the staff member who was part of the counselling session

Provided to a designated staff member

Forwarded to designated senior managers

(Continued)

Slide 104


Sent to central administration or HR department

Given to any worker within the organisation who has been allocated responsibility under the plan designed to address identified individual staff need

Slide 105


Formats for documenting counselling:

Never rely solely on memory

Basis is a combination of hard copy, hand-written material:

• Standard internal reports

• Notes taken during sessions

• Formal counselling agreements

Slide 106

Generate agreement on action and direction to be taken

The following must be achieved before each counselling session concludes:

Identify the action to take to address the requirements which are the basis of the counselling

Gain agreement from the worker about the action to be taken

Set a date, time and venue for the next counselling session

Slide 107


Every counselling is unique because it will:

Address an individual problem

Involve a certain staff member

Occur at a different point in time

Be surrounded by a range of dynamic factors

Slide 108


All responses or actions developed by managers for counselling sessions must be:

Unique

Developed to suit individual need, preferences, background, ability, capacity

Integrated with and accommodated |into all other internal protocols and constraints

Slide 109


Options for ‘actions and directions’:

Providing formal training

Introducing job rotation

Allowing internal transfer

(Continued)

Slide 110


Bringing in job sharing

Resourcing

Reformulating documentation

(Continued)

Slide 111


Refining the work role

Altering the motivational factors applicable to the individual

Changing the work hours of the staff member

Requiring attendance at nominated sessions

Slide 112


When counselling staff:

Understand how counselling fits with all other staff performance management techniques and strategies

Create counselling as a positive activity for employees

Be proactive in offering counselling

(Continued)

Slide 113


Realise the importance of counselling in retrieving unacceptable staff performance situations

Identify and comply with all legal and organisational requirements in relation to the application of counselling

Plan the provision of counselling

(Continued)

Slide 114


Base all counselling on identified, objective need

Match counselling action to identified and verifiable need

Gain employee agreement proposed counselling action will address identified need

(Continued)

Slide 115


Document all counselling provided

Cultivate competency with counselling rather than practice avoiding providing it

Maintain confidentialities and respect the privacy of the individual being counselled

Realise every counselling session is a unique situation with individual circumstances, contexts and issues

Slide 116

Element 5 – Implement disciplinary and termination procedures


Develop disciplinary and termination procedures for performance-related non-compliance

Prescribe conditions under which elements of the disciplinary and termination procedures will be introduced

Communicate the established disciplinary and termination procedures to staff

Implement the identified disciplinary and termination procedures

Slide 117

Develop disciplinary and termination procedures

To develop disciplinary and termination procedures:

Obtain copies of similar policies and procedures from similar business

Contact employment-related authorities to obtain their input in relation to relevant legislated obligations which must be complied with

Convene a workplace team to develop the workplace policies and procedures



Develop draft policies

Develop draft procedures

Circulate the draft policies and procedures for feedback



Refine or revise the draft policies and procedures into final form

Obtain formal management approval for all policies and procedures

Circulate the final approved policies and procedures

Slide 120


The following must underpin all disciplinary and termination procedures:

Staff must be advised of all relevant policies and procedures

Staff must have ready access to all policies

and procedures

Action taken must always reflect stated

policies and procedures

Conclusions about staff performance,

decision-making and action taken must

always be strictly evidence-based

(Conclusion)

Slide 121


Action taken and decisions made must always be recorded

All action taken in relation to disciplinary and termination procedures must align with fair and equitable application of established procedures and sanctions

All organisational disciplinary and termination procedures must integrate with other mandatory obligations

Standard practice in relation to dealing with staff is a three stage sequential process (counselling, disciplinary procedures, termination)

Slide 122


Disciplinary action procedures may include:

Verbal warnings

Demotions

Reductions in job-related privileges

(Continued)

Slide 123


Reduction of work hours

Imposition of non-negotiable requirements (training, counselling)

Provision of written description of workplace requirements

Slide 124


Termination procedures may include :

Evidence suitable other action has been undertaken prior to the decision to terminate the staff member

Advice to the employee their employment is to be terminated

Identification of termination payments to be paid to the person

Notification of relevant termination information

Advice in relation to a range of allied issues as appropriate

Slide 125

Prescribe conditions under which procedures will be introduced

It is vital to understand:

The decision as to whether to discipline or terminate can be difficult

Decisions are usually open to interpretation and often a matter of degree

Two similar situations can justify quite different responses

Slide 126


When applying disciplinary procedures:

Enterprise policies and procedures must be observed

Host country legislation must be complied with

Slide 127


Reasons/triggers to implement disciplinary procedures:

Failure of employee to meet performance standards required

Failure by staff to act in ways required

Failure by employee to meet identified personal presentation standards

(Continued)

Slide 128


Failure of worker to meet performance or productivity targets

Failure by an employee to follow required safety protocols in the execution of their job

Inappropriate actions or conduct in the workplace towards other people

Slide 129


Wilful misconduct in the workplace including deliberate insolence or verbal abuse

Disobedience of a lawful instruction

Breach of certain terms and conditions as spelled out in individual contracts of employment

Slide 130


When applying termination procedures:

Enterprise policies and procedures must be observed

Host country legislation must be complied with

Slide 131


Reasons/triggers to implement termination procedures:

Deliberate and intentional damage to workplace equipment

Fighting or violence in the workplace

Harassment or unacceptable treatment of others in the workplace

(Continued)

Slide 132


Intoxication in the workplace

Theft of any kind in the workplace

Making threats

Slide 133

Communicate disciplinary and termination procedures to staff

Effective ways to communicate procedures:

As part of the standard induction and orientation

As a stand-alone topic for internal staff training

By including the procedures in the Staff handbook

By including the procedures on the internal organisational intranet facility



By using workplace posters

By holding special meetings

Making regular mention of the procedures at standard staff meetings

Sending emails to staff

Distributing hard copies of procedures

Slide 135


Ancillary considerations when communicating procedures:

Using version control protocols on all documents

Having staff sign for receipt of the procedures

Providing printed information and verbal explanations in suitable languages

Slide 136

Implement disciplinary and termination procedures

The following apply when implementing disciplinary and termination procedures:

Staff must be made aware of the procedures

A logical and sequential process must be followed

Procedures must be applied equitably

(Continued)

Slide 137


All procedures must be implemented in a timely manner

The process of counselling, disciplinary action and termination must be documented

Counselling and disciplinary action must be delivered in a supportive and constructive manner

All discussions relating must provide fact-based evidence of what is alleged

(Continued)

Slide 138


Appropriate written warnings and notifications must be provided

Written warnings provided to employees should be signed by them

Copies of signed, written warnings must be kept on a relevant file

The concepts of natural justice and procedural fairness must be applied



A designated representative and/or witness must be present at discussions

All terms and conditions of relevant employment instruments, legislation or codes must be adhered to

Conducting all meetings and discussions in private

All matters discussed as part of these procedures must be kept confidential

(Continued)

Slide 140


Staff who are terminated by the organisation should be offered an exit interview

Regular reviews and evaluations of the established procedures must be undertaken

Slide 141


When implementing disciplinary and termination procedures:

Realise disciplinary and termination protocols may be part of a larger process

Maintain a positive environment for these procedures to the best extent possible

Identify definitively situations where instant dismissal of staff is acceptable

(Continued)

Slide 142


Ensure supporting written policies and procedures are developed

Share relevant policies and procedures with all staff

Detail the circumstances in which disciplinary procedures may be implemented

(Continued)

Slide 143


Plan all proposed disciplinary and termination action

Document all disciplinary and termination action taken

Provide employees with copies of relevant findings, obligations and warnings

(Continued)

Slide 144


Implement disciplinary and termination procedures exactly as developed without fear or favour across all employee types and levels

Make sure staff are aware of consequences of future inability to comply with requirements

Ensure staff sign to acknowledge receipt and understanding of proceedings

(Continued)

Slide 145


Generate suitable activities for required disciplinary action

Ensure all procedures comply with legislated obligations

Use witnesses to observe and verify that correct protocols have been followed

Slide 146

d1.hml.cl10.13 d1.hrm.cl9.04 d2.trm.cl9.16 slide 1

Documents

standards of performance

staff performance appraisals3

relevant staff policies

number of performance

supervisor slide

slide explaining

termination procedures

defined standards